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Harley-Davidson in India (B)
Palepu, Krishna G.; Lane, DavidCase HBS-114044-EAccounting and ControlThis case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.Starting at €5.74
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Aldi: The Dark Horse Discounter
Van Den Steen, Eric; Lane, DavidCase HBS-714474-EStrategyIn 2013, Aldi-the world's 8th largest retailer-planned to accelerate its US expansion. Aldi was a German-based hard discounter that sold a limited assortment of private-label groceries and household items in barebones stores. Despite its presence with 1200 stores in 32 states, Aldi was still relatively unknown in the US. But it was often cited as one of the reasons for Walmart's exit from Germany. Could it compete with Walmart in the US, Walmart'...Starting at €8.20
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Social Business at Novartis: Arogya Parivar
Porter, Michael E.; Kramer, Mark R.; Lane, DavidCase HBS-715411-EStrategyLate in 2013, Novartis CEO Joseph Jimenez was considering how and whether to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India, while expanding access to medicine and health information to millions of Indian villagers.Starting at €8.20
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Microfinance in India 2010-2016: Crisis and Recovery
Cole, Shawn; Gandhi, Vikram; Reimers, Caitlin; Saleman, YannickCase HBS-217070-EFinanceSKS, India's leading microfinance firm, is challenged when politicians declaim microfinance as exploitation of the poor and severely restrict business practices.Starting at €8.20
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Financial Inclusion at Omidyar Network
Gandhi, Vikram; Reimers Brumme, Caitlin Lindsay; Barnett, JamesCase HBS-318004-EFinanceA team of investors at Omidyar Network explore two different investment possibilities in the budding financial inclusion space, using their investment framework to consider capital alternatives available for both investments, each of which carries highly divergent financial and impact potential.Starting at €8.20
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Harley-Davidson in India (A)
Palepu, Krishna G.; Lane, DavidCase HBS-114043-EAccounting and ControlThis case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.Starting at €8.20
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Magic Bus: From Childhood to Livelihood
Rangan, V. Kasturi; Gandhi, Vikram; Raina, Anjali; Chawla, RachnaCase HBS-518005-EFounded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like...Starting at €8.20